Delivering Expertise and Strategic Transaction Leadership To A Business During Sale

The client Fyn supported is an established business providing end-to-end data centre solutions helping clients design, build, and operate efficient, reliable, and sustainable facilities with expertise spanning engineering, investment guidance, and carbon reduction.

We were recommended to them when they required specific transaction expertise to guide them through a business sale alongside their existing incumbent CFO. This allowed the business to focus on the day to day running, minimising business distraction from the sale process. 

This case study details how Fyn’s fractional CFO leveraged his extensive transactional expertise to provide critical support and deliver the necessary expertise within a challenging timeframe. 

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Why they required our help

In 2020, the firm was acquired from a listed business through a management buyout funded by a debt investor. 

Within a short space of time following acquisition, they successfully increased the business’ operating profit nearly four-fold. 

They were preparing for a potential sale and required a seasoned finance expert with prior exit experience to steer the business through the transaction process successfully.

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The challenges to overcome

As the company already had a permanent CFO in place providing day-to-day leadership, the fund sought a Fyn CFO to work alongside this individual to ensure the rapidly growing business stayed on track throughout the process, which often otherwise becomes a huge distraction and risk. 

The dual-leadership dynamic introduced a soft challenge; partnering with the incumbent CFO to seamlessly integrate our fractional, transaction-specialist CFO. 

On the technical side, the challenges were equally significant:

• Compressed timescales: Our fractional CFO had to work within a limited timeframe to align with the intended sale date. 
• The need to quickly assimilate business performance: We had to interpret key financial indicators in order to identify strengths, anticipate risks, and make informed strategic decisions ahead of the sale. 
• Coordination of due diligence: Thorough due diligence was required across the business’s commercial, legal, and financial disciplines.  

With mutli-faceted challenges such as these, mastery of transaction mechanics was required from revenue recognition debates to due diligence data flow, demanding both speed and precision.

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Fyn’s solution

Our approach was structured and pragmatic. We didn’t just look at establishing clear transaction workflows and adhering strictly to them, we also prioritised mitigating risks of delay or deviation. 

The immediate focus was placed on reviewing six months of board packs, management accounts, and all material relevant to understanding the business growth, strategy and key value drivers. As it was important for Fyn’s fractional CFO to be brought up to speed quickly, he quickly integrated himself into weekly calls and workshops, embedding himself into both the executive leadership team and the transaction process.

Additionally, engagement with external advisers, including commercial, legal and financial teams, was carefully coordinated to ensure consistency and clarity in the information shared with the potential buyer. 

Due to our CFO’s acute experience in transactions, we directed the financial due diligence process, managed data flow and quality control, and had oversight on advisor collaboration. By following a disciplined transaction plan, we facilitated streamlining the process resulting in engagement to agreed sale in just five months.

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Fyn’s approach

The purchase was successfully completed by a buyer who represented a strong strategic partner to the growing firm. Post completion, Fyn’s fractional CFO was retained by the acquiring entity to lead the integration and act as Interim EMEA CFO for the Group, underscoring the buyer’s confidence in his leadership and ability to bridge both sides of the transaction in a fully transparent manner to all parties and without introducing any conflict. 

The client commended Fyn’s onboarding process as excellent, with particular appreciation for the speed with which our CFO became embedded and his ability to drive momentum without disrupting existing leadership dynamics.

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The value of Fyn’s transaction-specific expertise

By combining transaction expertise with sensitivity to internal dynamics, Fyn’s fractional CFO ensured a smooth, high-value exit for the company. His ability to quickly build trust, manage multiple stakeholders, and navigate the technical and human complexities of a transaction delivered exceptional value. The firm emerged with both a successful deal outcome and an acquirer fully aligned to its strategic vision.